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Virendra Jibhe –Product Leader at ACG
Career transitions are never easy. Whether you’re switching industries, climbing the corporate ladder, or stepping into a new leadership role, each transition brings a unique set of challenges. For me, moving from product management to product leadership was more than just a shift in the title—it was about evolving my mindset, learning to think strategically, and developing the skills to guide a team toward success. This is my story of how I made that leap.
My journey started in a familiar place for many in the tech world: as a software developer. After years of solving technical problems and writing code, I found myself craving something more. I wanted to understand the bigger picture—how products were built, how decisions were made, and most importantly, how these products met real customer needs. But getting from there to leading product teams at ACG World was a journey that required patience, persistence, and a willingness to step outside my comfort zone.
After graduating with a degree in computer science in 2007, I started my career as a software developer at Datamatics. It was an exciting time—I was working on a brand-new development project, diving deep into code, and applying what I had learned in school. But as time went on, I realized that while I enjoyed the technical work, I was curious about the other aspects of product development. I wanted to know why we were building certain features, how customer feedback was influencing product decisions, and what it took to launch a successful product.
To explore these questions, I decided to pursue an MBA in Finance from Pune University. This move gave me the business acumen I needed to think beyond the code and consider the broader market forces that influence product development. After completing my MBA, I took on consulting and business analysis roles, which exposed me to a variety of projects and industries. These experiences broadened my perspective, and I found myself increasingly drawn to product management.
The real turning point in my career came when I joined Cornerstone, an enterprise SaaS company, as a project manager and business analyst. In this role, I began to work closely with product teams, gaining hands-on experience in managing product releases, improving workflows, and solving customer problems. I was no longer just a part of the development process—I was actively shaping the direction of the product.
But I knew that to fully transition into product management, I needed more than just experience—I needed formal training in product strategy, user research, and market analysis. That’s when I enrolled in a product management certification at the Institute of Product Leadership (IPL). The certification in product management provided me with the tools I needed to think like a product manager. I applied these lessons to real-world projects, built a portfolio, and used it to demonstrate my capabilities within Cornerstone.
This product management certification was my first big break into product management. I started taking on more responsibilities, working closely with teams across the company, and making decisions that directly impacted the product’s success.
After spending a few years in product management, I began to feel the pull toward leadership. I wanted to not only manage products but also mentor a team of product managers, shape the product strategy for the company, and ensure that our products aligned with the broader business goals.
The opportunity came when ACG World was looking to fill a senior product management role. Thanks to my network at IPL, I connected with the company, and after a series of interviews, I was offered the position. In this new role, I wasn’t just responsible for managing a single product—I was overseeing a team, guiding the development of multiple products, and ensuring that our work was aligned with the company’s vision.
The transition from product manager to product leader wasn’t just about taking on more responsibilities. It required me to shift my mindset from focusing on individual product details to thinking about the overall direction of the product portfolio. I had to learn how to mentor my team, work across departments, and think strategically about how our products could drive the company forward.
Here are a few key lessons I’ve learned on this journey:
Transitioning from product manager to product leader has been a fulfilling journey. It’s a role that challenges you to think strategically, work with a wide range of people, and help your team grow.
If you’re looking to make a similar move, my advice is to stay focused on learning, build strong relationships, and always keep the customer at the center of your decisions. Leadership is about guiding both products and people to achieve great results.
Transitioning from product manager to product leader involves developing strategic thinking, building leadership skills, and gaining experience in managing teams and aligning products with business objectives.
Key skills for product leadership include strategic thinking, team mentorship, cross-functional collaboration, and the ability to align product goals with broader business strategies.
Moving from product management to product leadership can take several years, depending on your experience, the opportunities available, and your ability to demonstrate leadership skills.
A product manager focuses on individual product details and execution, while a product leader oversees the product portfolio, mentors teams, and aligns product strategy with company goals.
To build skills for product leadership, seek formal training in product strategy, mentor others, gain experience in cross-functional collaboration, and focus on developing a big-picture mindset.
Virendra Jibhe – Product Leader at ACG
